According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

This article discusses the conduct and evaluatoin of interpretive research in information systems. While the conventions for evaluating information systems case studies conducted according to the natural science model of social science are now widely accepted, this is not the case for interpretive field studies. A set of principles for the conduct and evaluation of interpretive field research in information systems is proposed, along with their philosophical rationale. The usefulness of the principles is illustrated by evaluating three published interpretive field studies drawn from the IS research literature. The intention of the paper is to further reflect and debate on the important subject of grounding interpretive research methodology.

A set of principles for conducting and evaluating interpretive field studies in information systems

In spite of feminist recognition that hierarchical organizations are an important location of male dominance, most feminists writing about organizations assume that organizational structure is gender neutral. This article argues that organizational structure is not gender neutral; on the contrary, assumptions about gender underlie the documents and contracts used to construct organizations and to provide the commonsense ground for theorizing about them. Their gendered nature is partly masked through obscuring the embodied nature of work. Abstract jobs and hierarchies, common concepts in organizational thinking, assume a disembodies and universal worker. This worker is actually a man; men's bodies, sexuality, and relationships to procreation and paid work are subsumed in the image of the worker. Images of men's bodies and masculinity pervade organizational processes, marginalizing women and contributing to the maintenance of gender segregation in organizations. The positing of gender-neutral and disembodie...

HIERARCHIES, JOBS, BODIES: A Theory of Gendered Organizations

We may not be able to make you love reading, but archaeology of knowledge will lead you to love reading starting from now. Book is the window to open the new world. The world that you want is in the better stage and level. World will always guide you to even the prestige stage of the life. You know, this is some of how reading will give you the kindness. In this case, more books you read more knowledge you know, but it can mean also the bore is full.

The archaeology of knowledge

Companies are increasingly asked to provide innovative solutions to deep-seated problems of human misery, even as economic theory instructs managers to focus on maximizing their shareholders' wealt

Misery Loves Companies: Rethinking Social Initiatives by Business:

This paper takes the regulation of identity as a focus for examining organizational control. It considers how employees are enjoined to develop self-images and work orientations that are deemed congruent with managerially defined objectives. This focus on identity extends and deepens themes developed within other analyses of normative control. Empirical materials are deployed to illustrate how managerial intervention operates, more or less intentionally and in/effectively, to influence employees' self-constructions in terms of coherence, distinctiveness and commitment. The processual nature of such control is emphasized, arguing that it exists in tension with other intra. and extra-organizational claims upon employees' sense of identity in a way that can open a space for forms of micro-emancipation. (Less)

https://onlinelibrary.wiley.com/doi/pdf/10.1111/1467-6486.00305

Identity regulation as organizational control: Producing the appropriate individual

The article subjects the assumptions and prescriptions of the ‘Corporate Culture’literature to critical scrutiny. the body of the article is devoted to teasing out the distinctive basis of its appeal compared with earlier management theory. It is seen to build upon earlier efforts (e.g.‘theory Y’) to constitute a self-disciplining form of employee subjectivity by asserting that ‘practical autonomy’is conditional upon the development of a strong corporate culture. the paper illuminates the dark side of this project by drawing attention to the subjugating and totalitarian implications of its excellence/ quality prescriptions. to this end, parallels are drawn with the philosophy of control favoured by the Party in Orwell's Nineteen Eighty-Four. Specifically, the paper critiques the ‘doublethink’contention that autonomy can be realized in monocultural conditions that systematically constrain opportunities to wrestle with competing values standpoints and their associated life projects.

https://onlinelibrary.wiley.com/doi/pdf/10.1111/j.1467-6486.1993.tb00315.x

Strength is Ignorance - Slavery is Freedom: Managing Culture in Modern Organizations

Qualitative research in business and management

This paper critically addresses the coherence, reception, and dissemination of "situated learning theory" (Lave and Wenger 1991). Situated learning theory commends a conceptualization of the process of learning that, in offering an alternative to cognitive theories, departs radically from the received body of knowledge on learning in organizations. The paper shows how elements of situated learning theory have been selectively adopted to fertilize or extend the established terrain of organizational learning. In this process, we argue, Lave and Wenger's embryonic appreciation of power relations as media of learning is displaced by a managerial preoccupation with harnessing (reified) "communities of practice" to the fulfillment of (reified) corporate objectives. We illustrate our argument by reference to Orr's (1990, 1996) study of photocopier technicians, which is very widely cited as an example of the "new," situated conceptualization of learning in communities of practice. We commend a revitalization of situated learning theory in which learning practices are understood to be enabled and constrained by their embeddedness in relations of power; and, more specifically, by the unstable institutionalization of power relations within capitalist work organizations.

Re-Embedding Situatedness: The Importance of Power Relations in Learning Theory

The article reconceptualizes the meaning of emancipation in management and organization studies and develops an approach that (a) takes into account recent criticism of its “totalizing” tendencies raised by post structuralists and (b) makes it more sensitive to the particularities of—and thereby more relevant for—management studies. The first part of the article reviews and discusses tendencies in critical theory toward negativism, essentialism, and intellectualism. The second part reformulates the grand enterprise of emancipation into a more modest project, scaled down in terms of scope and ambition. The third part discusses ways of advancing this protect in terms of listening, writing, and reading.

Hugh Willmott

Papers

Identity regulation as organizational control: Producing the appropriate individual

Strength is Ignorance - Slavery is Freedom: Managing Culture in Modern Organizations

Qualitative research in business and management

Re-Embedding Situatedness: The Importance of Power Relations in Learning Theory

On the Idea of Emancipation in Management and Organization Studies